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Inventory Step Change Project CPDEP Roadmap

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Inventory Step Change Project CPDEP Roadmap

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  1. Jan 2003 Dec 2002 June2003 Dec 2005 Inventory Step Change Project PHASE 5 OPERATE AND EVALUATE PHASE 2 GENERATE AND SELECT ALTERNATIVE(S) PHASE 3 DEVELOP PREFERRED ALTERNATIVE(S) PHASE 4 EXECUTE PHASE 1 IDENTIFY AND ASSESS OPPORTUNITY New Opportunities Stop, Hold, Recycle Stop, Hold, Recycle Stop, Hold, Recycle Stop, Hold, Recycle Endorsers: George Kirkland Decision Executive: Sandy Cornelius Sponsor: Dave Connor Decision Review Board: Rick Combs Blake Koc Richard Eldridge Wes Lohec Royce Elliott Paul Massih Dick Filgate Fred Nelson Guy Gimlen Jacke Weber Tom Harrison Endorsers: George Kirkland Decision Executive: Sandy Cornelius Sponsor: Dave Connor Decision Review Board: Rick Combs Blake Koc Richard Eldridge Wes Lohec Royce Elliott Paul Massih Dick Filgate Fred Nelson Guy Gimlen Jacke Weber Endorsers: George Kirkland Decision Executive: Sandy Cornelius Sponsor: Dave Connor Decision Review Board: Rick Combs Blake Koc Richard Eldridge Wes Lohec Royce Elliott Paul Massih Dick Filgate Fred Nelson Guy Gimlen Jacke Weber Tom Harrison Endorsers: George Kirkland Decision Executive: Sandy Cornelius Sponsor: Dave Connor Decision Review Board: Rick Combs Blake Koc Richard Eldridge Wes Lohec Royce Elliott Paul Massih Dick Filgate Fred Nelson Guy Gimlen Jacke Weber Endorsers: George Kirkland Decision Executive: Sandy Cornelius Sponsor: Dave Connor Decision Review Board: Rick Combs Blake Koc Richard Eldridge Wes Lohec Royce Elliott Paul Massih Dick Filgate Fred Nelson Guy Gimlen Jacke Weber DECISION TEAM Approve funding, resource planning, and implementation plan Have implementation goals & metrics been achieved? Are changes sustained by the organization? Approve business case and recommended alternatives, tools and tactics, funding and resources for Phase 3 Agree with frame, scope and path forward Phase 3A Approval & guidance on local implementation plan Develop and implement a sustainable, corporate-wide step change improvement to inventory management and investment recovery processes resulting in significant savings and benefits. Progress/results metrics to demonstrate movement towards desired state Local gap analysis, resource plan, schedule and milestones, procedures, metrics, refined business case, communication plan Detailed description of alternatives, evaluation criteria & assessment, refined business case, communication plan, definition of team, and Phase 3 plan Sustained change, results (per metrics), lessons learned DELIVERABLES AT MAJOR REVIEWS Global Process Design & Systems Plan CPDEP Roadmap, Framing Document Business Case, Phase 2 Plan Project Team Leader - K. Ettinger IRIS Team – B. Amparan, M. Marnell CTOP – D. Moreno Drilling – B. Warman CTNAU – T. Blackburn DSAR- A. Moras, G. Castoe CABGOC – G. Brokaw, J. Caldwell AMEA – D. Ratay Projects – E. Smith, J. Post, B. Adams Acctg./Finance – J. Miller,J. Chisholm, M. Waterson Legal – J. Macaluso BearingPoint – R. Vaio, M. Kawanami, G. Tonini Procurement Rep/Supplier Reps – as needed Project Team Leader - K. Ettinger IRIS Team – B. Amparan, M. Marnell CTOP – D. Moreno Drilling – B. Warman CTNAU – T. Blackburn DSAR- A. Moras, G. Castoe CABGOC – G. Brokaw, J. Caldwell AMEA – D. Ratay Projects – E. Smith, J. Post, B. Adams Acctg./Finance – J. Miller,J. Chisholm, M. Waterson Legal – J. Macaluso BearingPoint – R. Vaio, M. Kawanami, G. Tonini Procurement Rep/Supplier Reps – as needed TBD TBD Project Team Leader - K. Ettinger IRIS Team – B. Amparan, M. Marnell CTOP – D. Moreno CTNAU – K. Mortensen, T. Blackburn DSAR- A. Moras CABGOC – G. Brokaw, M. Vaughn AMEA – D. Ratay Projects – E. Smith, J. Post, B. Adams Acctg./Finance – J. Chisholm, M. Waterson BearingPoint – R. Vaio, M. Kerwin, G. Tonini Procurement Rep/Supplier Reps – as needed WORK TEAM & RESOURCES • Conduct kick-off meeting to frame opportunity and solicit corporate-wide support • Review preliminary assessment data and results • Identify and engage Decision Executive/Endorsers • Identify and engage DRB Members • Perform initial stakeholder analysis • Conduct CPDEP for Change Assessment Tool • Identify potential issues and barriers • Identify savings baseline • Identify financial questions and issues to be addressed • Launch benchmarking study • Conduct Phase 1 DQ & DEQ assessment • Conduct Phase 1 DRB • Continue with stakeholder management, including stakeholder workshops (inquiry) • Conduct external “process” benchmarking • Identify best practices for inventory management and investment recovery (process review) • Conduct gap analysis • Review issues/barriers and revise risk mitigation plan • Develop inventory management and investment recovery metrics to be used on ongoing basis • Develop ongoing savings measurement approach • Complete benchmarking • Generate alternatives for improvements to inventory management and investment recovery processes • Evaluate and select preferred alternatives and test with stakeholders (inquiry) • Develop plan for Phase 3, including resources, timing, and funding (2004 budget) alternatives • Conduct Phase 2 DQ & DEQ assessment • Conduct Phase 2 DRB • Conduct further analysis and develop detail for recommendations on global and local basis • Evaluate need for distinct project teams (by SBU or solution) • Establish sponsorship for rollout of project teams • Draft the implementation plan • Test the implementation plan by engaging stakeholders • Refine savings measurement approach and inventory metrics • Conduct Phase 3A DRB, to get approval for global process requirements and to verify project team rollout strategy • Update cost estimates (resources, software, etc.) • Update stakeholder communication plan • Identify required behavioral changes • Develop change management plan to address behavioral changes • Finalize metrics to be used to measure success • Conduct Phase 3 DEQ assessment • Conduct Phase 3 DRB • Design and develop supporting materials for implementation • Engage stakeholders in executing plans • Communicate metrics to be used to measure success • Provide support to project teams • Monitor progress and results • Update plans based on progress and results measures • Finalize operating plan for long-term sustainability • Conduct Phase 4 DEQ • Conduct Phase 4 DRB • Execute the operating plan for long-term sustainability • Evaluate implementation success • Sunset/disband the project team • Monitor and evaluate on an ongoing basis • Conduct the “1-year” business look back • FOCUS ITEMS • Specific tasks to get information needed to make the decision 6-5-03 Inventory Step Change ProjectCPDEP Roadmap SEE NEXT SLIDE

  2. Inventory Step Change Project Provide support to local implementation team Summary of Key Decision Point ASU MBA Team to evaluate alternatives with intention of implementing a portion of Corp Program at a test site and Phase 3 plan Implementation plan IR process design template Change management / accountability plan Project systems scope and budget (see Phase 2 ISCP Roadmap) Project cost estimate and business case Summary of Key Decision Point Sustained change, results (per metrics), lessons learned Global Process Design & Systems Plan CPDEP Roadmap, Framing Document Business Case, Phase 2 Plan ASU MBA Applied ProjectCPDEP Roadmap Dec 2003 FEB 2003 July 2003 May 2004 May 2003 Jan 2004 PHASE 5 OPERATE AND EVALUATE PHASE 2 GENERATE AND SELECT ALTERNATIVE(S) PHASE 3 DEVELOP PREFERRED ALTERNATIVE(S) PHASE 4 EXECUTE PHASE 1 IDENTIFY AND ASSESS OPPORTUNITY New Opportunities Stop, Hold, Recycle Stop, Hold, Recycle Stop, Hold, Recycle Stop, Hold, Recycle Decision Review Board (revised 10/2003): Dr. Craig Kirkwood Dr. Helmut Porkert Tom McGuire Jeff St Clair Endorsers: George Kirkland Decision Executive: Sandy Cornelius Sponsor: Dave Connor Decision Review Board: Rick Combs Blake Koc Richard Eldridge Wes Lohec Royce Elliott Paul Massih Dick Filgate Fred Nelson Guy Gimlen Jacke Weber Endorsers: George Kirkland Decision Executive: Sandy Cornelius Sponsor: Dave Connor Decision Review Board: Rick Combs Blake Koc Richard Eldridge Wes Lohec Royce Elliott Paul Massih Dick Filgate Fred Nelson Guy Gimlen Jacke Weber Tom Harrison Decision Review Board: Dr. Craig Kirkwood Dr. Helmut Porkert Tom McGuire Jeff St Clair Decision Review Board: Dr. Craig Kirkwood Dr. Helmut Porkert Tom McGuire Jeff St Clair DECISION TEAM Approve funding, resource planning, and implementation plan Have implementation goals & metrics been achieved? Are changes sustained by the organization? Approve business case and recommended alternatives, tools and tactics, funding and resources for Phase 3 Agree with frame, scope and path forward Phase 3A Approval & guidance on local implementation plan ASU MBA team to support Corporate Initiative: corporate-wide step change improvement to inventory management and investment recovery processes resulting in significant savings and benefits. DELIVERABLES AT MAJOR REVIEWS Ken Ettinger Teresa Blackburn Max Bordelon Eric Weinmann Richard Weaver Ken Ettinger Teresa Blackburn Max Bordelon Eric Weinmann Richard Weaver Ken Ettinger Teresa Blackburn Max Bordelon Eric Weinmann Richard Weaver Ken Ettinger Teresa Blackburn Max Bordelon Eric Weinmann Richard Weaver Ken Ettinger Teresa Blackburn Max Bordelon Eric Weinmann Richard Weaver WORK TEAM & RESOURCES • Conduct kick-off meeting to frame opportunity and solicit support • Review preliminary assessment data and results • Identify and engage Decision Executive/Endorsers • Identify and engage DRB Members • Perform initial stakeholder analysis • Identify potential issues and barriers • Prepare for May 2003 Teleconference • Conduct Phase 1 DRB (approval to proceed to Ph 2 on May 22, 2003 via teleconference with Dr Hendrick) • Decide on Applied Project scope • Develop Applied Project schedule • Select pilot location • Review issues/barriers • Evaluate and select preferred alternatives and test with stakeholders (inquiry) • Develop plan for Phase 3, including resources, timing, and funding (2004 budget) alternatives • Prepare for July 2003 Teleconference • Conduct Phase 2 DRB (approval to proceed to Ph 3 on July 15 via teleconference with Dr. Hendricks. Additional snaking session with Dr. Hendrick on August 13-15 in Tempe) • Identify and engage Applied Project DRB members • Conduct mid-phase 3 snaking session with new DRB members • Refine Project Timeline • Get multi-Opco stakeholder input on IR process template • Get SJV buy-in on IR process design (stake holders) • Refine savings measurement approach and success metrics • Conduct Phase 3A DRB, to get approval for local implementation plan • Update cost estimates (resources, software, etc.) • Status Checklist for 11/24/03 • Conduct Phase 3 DRB • Design and develop supporting materials for implementation (test site: SJV) • Engage stakeholders in executing plans • Communicate metrics to be used to measure success • Provide support to project teams • Monitor progress and results • Update plans based on progress and results measures • Finalize operating plan for long-term sustainability • Conduct Phase 4 DRB • Evaluate implementation success • Sunset/disband the project team • Monitor and evaluate on an ongoing basis • Prepare for Final presentation in May 2004 • FOCUS ITEMS • Specific tasks to get information needed to make the decision 3 Oct 03